© 2016 CoreNet Global. All rights reserved.1
| JOINT SURVEY & WEBINAR
CORPORATE REAL ESTATE'S EVOLVING ROLESupporting Employee Health and Wellness
JULIE WHELANHead of Americas Occupier ResearchBoston, MAT +1 617 912 [email protected]
MATT TONERManaging Director CBRE InstituteAtlanta, GAT +1 302 373 [email protected]
© 2016 CoreNet Global. All rights reserved.2
AGENDA
1. PERSPECTIVE | IMPORTANT AND RELATED STUDIES
• Global Trends, Employee Impacts & Scientific Analysis
2. THREE KEY ELEMENTS | HEALTH & WELLNESS PROGRAMS
• Strategy - Program Management
• Capital Initiatives - Program Development
• Operating Initiatives - Program Operations
3. NEXT STEPS
• Where Impacting & Why Matters
• Engaging Topical Expertise
• Q&A
© 2016 CoreNet Global. All rights reserved.3
PERSPECTIVE | DRIVERS, 2016
5 GLOBAL TRENDS are driving investments in workplace health & wellness
CNG & CBRE: ROI on Workplace Wellness
120 participants
Source: World Bank, 2016
Source: World Health Organization, 2016
Source: CNG, 2014
Source: IDTechEx, 2016
Source: CNG, 2014
© 2016 CoreNet Global. All rights reserved.4
PERSPECTIVE | IMPACTS, 2009
INCREASED PRODUCTIVITY DECREASED SICK DAYS
The average impact of 4.88% productivity improvement is equal to a
$20 PSF/YR savings over the occupied portfolio
The average impact of 2.9 fewer sick days is equal to
$5 PSF/YR savings over the occupied portfolio
University San Diego & CBRE: Do Green Buildings Make Dollars & Sense?
3000+ Participants, 154 Buildings
Agree, 43%
Strongly Agree, 12%
Disagree, 2%
Neutral, 43% Agree, 46%
More, 10%
Neutral, 45%
© 2016 CoreNet Global. All rights reserved.5
PERSPECTIVE | COGNITION, 2016Harvard & CBRE:
Cognitive Impact, Healthy Buildings10 Buildings in 5 Markets
Basic Activity Level
Applied Activity Level
Focused Activity Level
Task Orientation
Crisis Response
Information Seeking
Information Usage
Breadth of Approach
Strategy
●
●
●
●
●●
●●
●
●
●
●
●
●
●
●●
●
●
●
●
●
●
●
●
●
●
0.0
0.5
1.0
1.5
Cognitive Domain
Sco
re (
Norm
aliz
ed
to
Gre
en)
● ● ●Conventional Green Green+
Conventional
Green
Enhanced Green
COGNITIVE DOMAIN
SC
OR
E*
Basic Activity Level
Applied Activity Level
Focused Activity Level
Task Orientation
Crisis Response
Information Seeking
Information Usage
Breadth of Approach
Strategy
●
●
●
●
●●
●●
●
●
●
●
●
●
●
●●
●
●
●
●
●
●
●
●
●
●
0.0
0.5
1.0
1.5
Cognitive Domain
Sco
re (
Norm
aliz
ed
to
Gre
en)
● ● ●Conventional Green Green+
© 2016 CoreNet Global. All rights reserved.6
2016 CBRE + CNG | STUDY
CORPORATE REAL ESTATE'S EVOLVING ROLESupporting Employee Health and Wellness
© 2016 CoreNet Global. All rights reserved.7
83% North American Based
36% Americas Span of Control
49% Global Span of Control
66%End Users
211Respondents
GEOGRAPHY
25% Technology
23%
MAIN INDUSTRIES REPRESENTED
48% Head of CRE&F
70% 20
ROLE IN ORGANIZATION
STUDY PARTICIPANTS
+Financial Services Yrs. Experience
© 2016 CoreNet Global. All rights reserved.8
1 | PROGRAM MANAGEMENT | BY THE NUMBERS
89%
91%
HR-led Wellness Program61%
Expect CRE&F’s Engagement in Health and Wellness to increase
Organizations are focused on Health and Wellness
Leads Enterprise Program, 8.0%
Strategic Partner, 34.5%
Implementation Vehicle , 36.8%
Takes Direction Only, 12.6%
Little to None', 8.0%
Over half of CRE&F Organizations are
Implementers of another LOB’s vision.
This is closely followed by a third who
serve as Strategic Partners to company-wide programs.
CRE&F’S ROLE TODAY CRE&F’S FUTURE
© 2016 CoreNet Global. All rights reserved.9
1 | PROGRAM MANAGEMENT | APPLICATION
THE WELL BUILDING STANDARD™
A Seven Year Process With Continuing New Developments
WELL v1.0
Medical & Science Research
Feedback From Pilot Projects
Feedback From Peer Reviews
© 2016 CoreNet Global. All rights reserved.10
“Health and Wellness is no longer an afterthought but instead a very deliberate element of the workplace being built into
decision making as early as the site selection stage”-Julie Whelan, Head of Occupier Research America
58%Favor buildings that have strong accessibility and commute convenience
Favor buildings that have access to outdoor space and a connection to nature45%
2 | CAPITAL INITIATIVES | POV
© 2016 CoreNet Global. All rights reserved.11
2 | CAPITAL INITIATIVES | BY THE NUMBERS
34%
35%
38%
42%
43%
44%
48%
51%
52%
53%
55%
26%
28%
35%
21%
20%
33%
19%
25%
28%
26%
31%
19%
24%
14%
7%
7%
8%
7%
6%
7%
6%
8%
13%
3%
10%
12%
10%
12%
12%
14%
10%
12%
6%
0% 20% 40% 60% 80% 100%
Movement Encouraging Design
Activity-Based Work Options
Productivity Supporting Design
Low-Emission Materials
Water Quality
Workplace Acoustics
Air Quality
Thermal Comfort
Daylight & Views
Lighting Quality
Ergonomic Furniture
Adopted as Standard Broad Implementation Pilot Implementation Under review Not considering
Where respondents are focused in workplace design and construction% of respondents, descending by prevalence
© 2016 CoreNet Global. All rights reserved.12
2 | CAPITAL INITIATIVES | APPLICATION
• Adding elements of wellness into site selection activities (in addition to sustainability
certifications)
• Building and/or upgrading gyms, health clubs and wellness clinics
• Installing bike racks
• Renovating mother’s rooms
• Selecting ergonomic furniture (e.g. sit-stand desks)
• Pursuing LEED™ certified buildings
• Implementing the WELL Building Standard™
• Selecting environmental friendly construction materials
• Designing floorplans to increase ease of employee communication and flow
• Measuring environmental quality of workspaces - including materials selections, daylighting,
HVAC, and acoustic considerations
What workplace design and construction initiatives are being implemented by CRE&F teams Submitted by study respondents
© 2016 CoreNet Global. All rights reserved.13
CBRE 360V A N C O U V E R
LIGHT
AIR
COMFORT
NOURISH
MIND
FITNESS
WATER
2 | CAPITAL INITIATIVES | CASE STUDY
Right to Light 75% of desks (regularly occupied seats) are within 7.5 meters of an atrium or window with views to the exterior. LED light harvesting fixtures automatically adjust based on exterior conditions.
Fresh AirFresh air louvres penetrate building façade to facilitate fresh air intake. Base building air handing units are equipped with MERV 13 filters to increase particle filtration
Sound MaskingSound masking and ceiling tile upgrades in open workstation areas ensure employee comfort and minimize noise distraction. Acoustic felt walls and full height partitions in meeting rooms block sound transfer.
Serving Sizes – DinnerwareDishware provided encourages appropriate serving sizes, i.e. plates no larger than 24 cm (9.5 inches) in diameter
Beauty and DesignIntegration of artwork, sculptures and biophilia to interior spaces in entrances and lobbies
Active Furnishing100% of workstations feature an adjustment option to allow employees to stand while working.
Drinking Water PromotionWater bottle filing stations, treated with carbon filters are located within 30m of all regularly occupied areas to promote hydration.
© 2016 CoreNet Global. All rights reserved.14
3 | OPERATING INITIATIVES | POV
“Increasingly, occupants are being offered access to amenities that
help them sustain at work the healthy lifestyle choices that many
have incorporated into their personal routines”-What’s trending in health and wellness best practices in the corporate workplace?, CBRE Research
Active Design
59% Implemented
31% Piloting
Buildings that encourage
greater physical movement of
users through stairs, facilities
that support exercise and
programs that encourage
walking.
Activity-Based Design
68% Implemented
26% Piloting
Space that encourages
employees to utilize multiple
areas around the office
depending upon their varied
tasks at hand
© 2016 CoreNet Global. All rights reserved.15
3 | OPERATING INITIATIVES | BY THE NUMBERS
13%
18%
20%
24%
24%
26%
29%
31%
43%
53%
18%
18%
18%
15%
33%
33%
39%
13%
35%
28%
12%
9%
19%
21%
21%
20%
12%
16%
6%
4%
19%
18%
14%
20%
16%
15%
14%
15%
10%
8%
0% 20% 40% 60% 80% 100%
Employee Concierge Services
Healthy Workplace Designer
Health Coach or Nutritionist
Wellness Committee
Fitness Amenities
Healthy Food Options
Personalized Work Schedules
Wellness Program Coordinator
Water Quality and Accessibility
Mental Health Counseling
Adopted as Standard Broad Implementation Pilot Implementation Under review Not considering
Where respondents are focused on workplace and workforce support% of respondents, descending by prevalence
© 2016 CoreNet Global. All rights reserved.16
3 | OPERATING INITIATIVES | APPLICATION
• Operating gyms, health clubs and wellness clinics
• Implementing green cleaning standards
• Managing a bike share program
• Changing food options and vendors
• Offering fitness challenges, yoga classes, mental relaxation and group meditation
• Ensuring adequate access to light, clean water and air
• Providing nutrition consultation
• Implementing non-smoking campuses
• Applying calorie notifications to all food served
• Providing ambulance with trained paramedics on site 24/7
What workplace and workforce support initiatives are being implemented Submitted by study respondents
© 2016 CoreNet Global. All rights reserved.17
Well@WorkThe EMEA Workplace Resources team, in partnership with HR, are committed to improving the health, wellbeing and productivity of all occupants.
3 | OPERATING INITIATIVES | EMEA CASE STUDY
Core to Success
1. Developing a menu of wellness facilities, products and services; allowing flexible deployment to suit location, occupants and budgets – we’ll look at some of these in the next slide
2. Partnership with CRE & HR; wellness cannot be driven by CRE alone, it is heavily dependent on HR policy, partnership and organisational culture
3. Work with your Landlords; successfully requesting additional wellness facilities and services; either as part of ongoing relationship or at lease renegotiations
4. Communications and branding; created an awareness campaign using a consistent identifier to show care for employee well being and reinforce value of CRE team
© 2016 CoreNet Global. All rights reserved.18
Improved Health Screening Results
ReducedAbsenteeism
Increased Retention
IncreasedEngagement
48%48%
35%
65%
Measure of success
Improvement identified
25%
48%
19%18%
47%
NEXT STEPS | WHY WELLNESS MATTERS
© 2016 CoreNet Global. All rights reserved.19
CBRE SME’S | HEALTH & WELLNESS
• Environmental Sustainability: [email protected]
• Workplace Wellness Program Strategy: [email protected]
• WELL Building Standard™ Certification Management: [email protected]
• Occupier Research: [email protected]
Q&A + NEXT STEPS | ENGAGING TOPICAL EXPERTISE
Sample Studies / CBRE Thought Leadership on Wellness
© 2016 CoreNet Global. All rights reserved.20
| JOINT SURVEY & WEBINAR
CORPORATE REAL ESTATE'S EVOLVING ROLESupporting Employee Health and Wellness
JULIE WHELANHead of Americas Occupier ResearchBoston, MAT +1 617 912 [email protected]
MATT TONERManaging Director CBRE InstituteAtlanta, GAT +1 302 373 [email protected]
© 2016 CoreNet Global. All rights reserved.21
APPENDIX
CATALOGUE OF ALL GRAPHS (18)
© 2016 CoreNet Global. All rights reserved.22
Industry Role
Appendix - Respondent
66%
27%
8% 0%0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
End User Service Provider Other Economic Developer
© 2016 CoreNet Global. All rights reserved.23
Industry Sector
0%
0%
0%
0%
0%
1%
1%
1%
1%
2%
2%
2%
2%
3%
7%
10%
17%
23%
25%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Economic Development
Automotive
Distribution
Transportation
Furniture
Aircraft / Aerospace
Telecommunications
Government
Retail
Real Estate
Hospitality / Entertainment
Architecture/Design
Utilities
Construction
Manufacturing / Industrial
Business Services / Consulting
Other (please specify)
Financial Services
Technology
Appendix - Respondent
© 2016 CoreNet Global. All rights reserved.24
Best Match to Current Title
48%
31%
10% 10%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Head of CRE&F Regional or functionalservice line leader of
CRE&F
Regional or functionalservice line manager
Other (please specify)
Appendix - Respondent
© 2016 CoreNet Global. All rights reserved.25
Personal Geographic Base
83%
13% 5%
0%0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
North America Asia Pacific EMEA South/Latin America
Appendix - Respondent
© 2016 CoreNet Global. All rights reserved.26
53%
17%14%
9% 7%
0%
10%
20%
30%
40%
50%
60%
26+ years 25-21 years 20-16 years 15-11 years 10 years and under
Level of Professional Experience
Appendix - Respondent
© 2016 CoreNet Global. All rights reserved.27
Geographic Scope of your Organization
49%
36%
12%8%
5%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Global Americas APAC Individualcountry/countries(please specify):
EMEA
Appendix - Respondent
© 2016 CoreNet Global. All rights reserved.28
Description of your Organization’s Current Level of Focus on Employee Health & Wellness
5%
6%
40%
49%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
Not an area of focus
Neutral / not sure
Highly focused
Somewhat focused
Appendix – Program Management / Structure
© 2016 CoreNet Global. All rights reserved.29
Functional Area That Leads Employee Health and Wellness Initiatives
0%
4%
7%
11%
19%
61%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
Sourcing
There is a team dedicated to this program
Other (please specify)
CRE&F
Leadership is distributed between the functions
HR
Appendix – Program Management / Structure
© 2016 CoreNet Global. All rights reserved.30
Specific Role of CRE&F in Supporting Employee Health & Wellness Initiatives within the Broader Organization
37% 35%
13%8% 8% 0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
CRE&F onlyfocuses on health
and wellnessinitiatives within
its purview
CRE&F has ameaningful seat at
the table informulating
employee healthand wellness
programs
CRE&F takesdirection fromother teams
leading theseefforts
CRE&F leads the firm’s overall strategy for
employee health and wellness
programs
CRE&F plays littleto no role in these
initiatives
Not applicable
Appendix – Program Management / Structure
© 2016 CoreNet Global. All rights reserved.31
17 14
28
19
11
13
1626
13 13
0
10
20
30
40
50
60
70
80
90
Organization-level strategy foremployee wellbeing (i.e., business led)
CRE&F strategy or goals aimed atsupporting employee wellbeing (i.e.,
CRE&F led)
Not considering
Under review
Pilot Implementation
Broad Implementation
Adopted as Standard
Strategy & Planning
Appendix – Program Management / Structure
© 2016 CoreNet Global. All rights reserved.32
31
18
27
27
3
5
13
20
11 15
0
10
20
30
40
50
60
70
80
90
Building accessibility (e.g.,walkability) commute convenience
Access to outdoor space /connection to nature
Not considering
Under review
Pilot Implementation
Broad Implementation
Adopted as Standard
Site Selection Criteria
Appendix – Program Development / Capital Initiatives
© 2016 CoreNet Global. All rights reserved.33
Building Design Standards
Appendix – Program Development / Capital Initiatives
34%
35%
38%
42%
43%
44%
48%
51%
52%
53%
55%
26%
28%
35%
21%
20%
33%
19%
25%
28%
26%
31%
19%
24%
14%
7%
7%
8%
7%
6%
7%
6%
8%
13%
3%
10%
12%
10%
12%
12%
14%
10%
12%
6%
0% 20% 40% 60% 80% 100%
Movement Encouraging Design
Activity-Based Work Options
Productivity Supporting Design
Low-Emission Materials
Water Quality
Workplace Acoustics
Air Quality
Thermal Comfort
Daylight & Views
Lighting Quality
Ergonomic Furniture
Adopted as Standard Broad Implementation Pilot Implementation Under review Not considering
© 2016 CoreNet Global. All rights reserved.34
Occupier Experience & Amenities
Appendix – Program Maintenance / Operating Initiatives
13%
18%
20%
24%
24%
26%
29%
31%
43%
53%
18%
18%
18%
15%
33%
33%
39%
13%
35%
28%
12%
9%
19%
21%
21%
20%
12%
16%
6%
4%
19%
18%
14%
20%
16%
15%
14%
15%
10%
8%
0% 20% 40% 60% 80% 100%
Employee Concierge Services
Healthy Workplace Designer
Health Coach or Nutritionist
Wellness Committee
Fitness Amenities
Healthy Food Options
Personalized Work Schedules
Wellness Program Coordinator
Water Quality and Accessibility
Mental Health Counseling
Adopted as Standard Broad Implementation Pilot Implementation Under review Not considering
© 2016 CoreNet Global. All rights reserved.35
Facilities Management
Appendix – Program Maintenance / Operating Initiatives
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Air quality / temperature management
Enhanced cleaning protocols
Chart Title
Adopted as Standard Broad Implementation Pilot Implementation Under review Not considering
© 2016 CoreNet Global. All rights reserved.36
Order of Importance to your Organization(Low = Greatest importance).
2.7
3.7
4.0
4.1
4.1
4.6
4.9
0.00 1.00 2.00 3.00 4.00 5.00 6.00
Talent attraction programs
Corporate diversity and inclusion…
Innovation programs
Professional development programs
Employee health and wellness…
Corporate sustainability
Corporate philanthropy
Appendix – Program Management / Measurement
© 2016 CoreNet Global. All rights reserved.37
Effects of Health & Wellness Initiatives
11%
15%
35%
46%
48%
48%
65%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
Other (please specify)
Not applicable
Improvement in employer-provided health screeningresults
Anecdotal evidence, observations, discussions
Reduction in absenteeism
Increase in employee retention
Improvement in Employee Engagement (viasurveys, etc.)
Appendix – Program Management / Measurement
© 2016 CoreNet Global. All rights reserved.38
Where Success Has Been Identified
8%
18%
18%
19%
25%
27%
47%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0%
Other (please specify)
Improvement in employer-provided health screeningresults
Not applicable
Reduction in absenteeism
Increase in employee retention
No quantifiable results achieved
Improvement in Employee Engagement
Appendix – Program Management / Measurement
© 2016 CoreNet Global. All rights reserved.39
Anticipated Level of Engagement by CRE&F Team in 1-2 Years
53%
38%
9% 0% 0%0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Somewhatincrease
Significantlyincrease
No change Somewhatdecrease
Significantlydecrease
Appendix – Program Management / Measurement
© 2016 CoreNet Global. All rights reserved.40
Description of CRE&F Leading Practices Implemented
• Created health clubs at certain locations and have changed food vendors. Installed bike racks and participated in funding the bike share program.
• Yoga classes
• Implementation of mother's rooms - meant to retain more female associates (law firm environment)
• Fitness center led by outside consultant and nutritionist.
• We have focused attention on ergonomics.
• Internal fitness centers, mindful activities, group meditation, healthy food options, etc.
• Well Building Program
• "Ergonomic furniture (e.g. sit stand desks)
• LEED Certification"
• Provide Nutrition Consultancy to the Employees on a regular basis.
• Sit/Stand desks for all employees. Very popular and well used.
• Better attention and detail to space from lighting to layout to increase communication, choice of work location, and flow.
• Non Smoking Campuses
• Health Surveillance
• Space layouts, options, ergonomics, employee engagement of the space, workplace strategy
• Calorie notification on café food, upgraded on site health and medical facilities, ALS Ambulance with trained paramedics 24x7 on site etc.
• Creation of New Work Environments for increasing numbers across campus - sit-to-stand desks, unassigned spaces, ergo support on seating, healthy building
initiatives, LEED Gold selection and cleaning standards, daylighting, etc.
• Occupational health run a number of initiatives each year - walk for well being, know your numbers
• Setting up new office standards in order to increase collaboration and well-being - construction "green offices" by using environmental friendly construction
materials in order to improve the overall comfort level in the office (AQI, climate, lighting,....) Created a Global Wellness Manager role and creating strategy and
action plans plus we have implemented this year a global fitness reimbursement program for all full time employees
• Customized health and fitness classes by site
• These will be a part of what is implemented at the new HQ location.
• Gyms and Clinics at every campus
• Integrating wellness programs and initiatives into site selection activities in addition to just green building certifications.
• Integrated physical and mental wellbeing initiatives
• Establishing an in-house health center
• Environmental quality of work spaces including materials selections, lighting, HVAC, acoustic considerations
Appendix – Program Elements / Practices